Table of Contents

Restructuring Welfare Governance

Restructuring Welfare Governance

Marketization, Managerialism and Welfare State Professionalism

Edited by Tanja Klenk and Emmanuele Pavolini

This innovative book explores the introduction and impact of marketization and managerialism in social policy by adopting a dual perspective, considering both governance and human resources. Welfare governance (e.g. welfare mix, regulation, employment conditions, customer involvement) has changed significantly in the past decade. The editors and contributors collectively assesses these processes not only by comparing different policy fields and countries, but also by taking a close look inside organizations, examining the coping strategies of professionals, and how they adapt to new models of governing welfare organizations.


Emmanuele Pavolini and Tanja Klenk

Subjects: business and management, human resource management, education, management education, politics and public policy, public administration and management, social policy and sociology, comparative social policy, welfare states


In the last 20 years Western European Public Administrations (PAs) underwent a deep process of transformation, which usually takes the name of new public management (NPM). Among others, this NPM process took two relevant directions: a) an attempt to introduce more competition in the services’ provision; b) an attempt to change the way internal human resources of PAs were used, adopting a process of ‘managerialization’. The book studies the impact of marketization and managerialization in a specific part of Public Administration, namely welfare organizations. The focus on welfare organizations is justified not only by the fact that a good part of PA expenditure in general goes into the welfare state field. For instance around 65 percent of total EU-27 Public Sector expenditure goes to welfare state fields (including education and tertiary education). Moreover, the overall trend to marketize and managerialize public administration affects welfare organizations in a particular way. Here, new governance models featuring competition, efficiency and effectiveness not only clash with traditional ideas of bureaucratic regulation but also with the norms and standards of professional service delivery. Indeed, the fact that the labor force in welfare organizations is made up of ‘professionals’, meaning people with specific training and expertise, is often overlooked in the process of reforming welfare governance. As a result, the introduction of new modes of welfare governance comes along almost always with organizational conflicts.